The reality of transdisciplinarity: a framework-based self-reflection from science and practice leaders.
The reality of transdisciplinarity: a framework-based self-reflection from science and practice leaders.
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DOI：
10.1007/s11625-015-0328-2
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发表时间：
2015
影响因子：
6
通讯作者：
Schilling T
中科院分区：
文献类型：
--
作者：
Binder CR;Absenger-Helmli I;Schilling T
本文提供了一个基于框架的自我反思过程中进行的科学和实践的领导人的两个跨学科的项目，实现了从2011年到2014年的共同领导的结果。它从科学和实践领导者的角度分析了整个研究过程，包括准备，研究和后续阶段，（1）每个模块的跨学科成分（%）;（2）产生的产出（有形和无形）;（3）产出对科学和实践的相关性（4）产出产生的影响（有形和无形）;（5）影响产生的结果（有形和无形）。此外，实践和科学项目负责人反映了研究过程，并确定了关键方面。我们发现，首先，一个跨学科的研究过程可能有助于区域的需求，如果它是“及时”进行。时间性包括（1）实践伙伴和科学界的需求，（2）共同领导人共同开发项目的意愿，以及（3）基本的组织支持。这就是我们项目的情况，其结果直接影响了项目的进一步发展。第二，一个真正有生命力的共同领导，包括明确定义和有生命力的角色和责任，共同定义和目标的一致性，以及接受实践和科学需求的差异，导致信任的合作。第三，团队内部以及实践和科学团队之间的良好沟通结构可以预测和克服实践-科学界面的问题，从而相互学习和积累经验。
This paper provided results of a framework-based self-reflection process conducted by the science and the practice leaders of two transdisciplinary projects realized in co-leadership from 2011 until 2014. It analyzes from the perspectives of the science and practice leaders for the whole research process including preparation, research, and follow-up phase, the (1) transdisciplinarity component of each module (in %); (2) outputs generated (tangible and intangible); (3) relevance of output for science and practice (qualitative ranking); (4) impacts emerging from the outputs (tangible and intangible); and (5) outcomes emerging from the impacts (tangible and intangible). Furthermore, the research process was reflected by practice and science project leaders and critical aspects identified. We found that first, a transdisciplinary research process might contribute to regional demands if it is carried out “timely.” Timeliness includes (1) the need from the perspective of the practice partners and the scientific community, (2) the willingness of the co-leaders to develop the project together, and (3) the fundamental organizational support. This was the case in our project where the results directly impacted the further development of the project. Second, a truly lived co-leadership consisting of clearly defined and lived roles and responsibilities, common definition and alignment of the goals, and acceptance of the differences in needs by practice and science leads to a trustful cooperation. Third, a good communication structure within the teams and between the practice and science teams allows to anticipating and overcoming problems at the practice-science interface leading to mutual learning and experience building.
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影响因子：
3
作者：
Jahn, Thomas;Keil, Florian
通讯作者：
Keil, Florian
影响因子：
6
作者：
Lang, Daniel J.;Wiek, Arnim;Thomas, Christopher J.
通讯作者：
Thomas, Christopher J.
DOI：
10.1080/01944366908977225
发表时间：
1969-01-01
期刊：
JOURNAL OF THE AMERICAN INSTITUTE OF PLANNERS
影响因子：
--
作者：
ARNSTEIN, SR
通讯作者：
ARNSTEIN, SR
影响因子：
3
作者：
Carew, Anna L.;Wickson, Fern
通讯作者：
Wickson, Fern
影响因子：
2.7
作者：
Pohl, Christian;Rist, Stephan;Wiesmann, Urs
通讯作者：
Wiesmann, Urs